PART ONE INTRODUCTION 1
1 Introduction to Human Resource Management 1
2 Human Resource Management Strategy and Performance 25
PART TWO RECRUITMENT， PLACEMENT， AND TALENT MANAGEMENT 49
3 Job Analysis and the Talent Management Process 49
4 Personnel Planning and Recruiting 79
5 Employee Testing and Selection 112
6 Interviewing Candidates 142
PART THREE TRAINING AND DEVELOPMENT 169
7 Training and Developing Employees 169
8 Performance Management and Appraisal 204
9 Managing Careers and Retention 234
PART FOUR COMPENSATION 266
10 Establishing Strategic Pay Plans 266
11 Pay for Performance and Financial Incentives 301
12 Benefits and Services 327
PART FIVE ENRICHMENT TOPICS IN HUMAN RESOURCE MANAGEMENT 355
13 Building Positive Employee Relations 355
14 Safety， Health， and Risk Management 380
15 Managing Human Resources in Small and Entrepreneurial Firms 418
Glossary 439
iv
Preface xiii
PART ONE INTRODUCTION 1
Introduction to Human Resource Management 1
What Is Human Resource Management 3
The Trends Shaping Human Resource Management 7
■ HR AND THE GIG ECONOMY: On-demand workers 8
■ IMPROVING PERFORMANCE: HR as a Profit Center 9
Important Components of Today’s New Human Resource Management 13
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 14
■ IMPROVING PERFORMANCE: The Strategic Context 14
The New Human Resource Manager 17
The Plan of This Book 19 Chapter Section Summaries 21 Discussion Questions 22 Individual and Group Activities 22 Experiential Exercise 23
Application Case: Jack Nelson’s Problem 23
Continuing Case: Carter Cleaning Company 24
Human Resource Management Strategy and Performance 25
The Strategic Management Process 27
Types of Strategies 30
Strategic Human Resource Management 32
■ IMPROVING PERFORMANCE: The Strategic Context 33
■ IMPROVING PERFORMANCE: HR as a Profit Center 33
HR Metrics， Benchmarking， and Data Analytics 36
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 38
■ TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT 39
High-Performance Work Systems 40
Employee Engagement Guide for Managers: Employee Engagement and Performance 41
Chapter Section Summaries 44 Discussion Questions 45 Individual and Group Activities 45 Experiential Exercise 46
Application Case: Tesla’s Strategy 46
Continuing Case: Carter Cleaning Company 47
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 47
PART TWO RECRUITMENT， PLACEMENT， AND TALENT MANAGEMENT 49
Job Analysis and the Talent Management Process 49
Talent Management Process 51
The Basics of Job Analysis 52
■ IMPROVING PEFORMANCE: HR as a Profit Center 54
v
vi CONTENTS
Methods for Collecting Job Analysis Information 55
Writing Job Descriptions 62
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 67
■ KNOW YOUR EMPLOYMENT LAW: Writing Job Descriptions That Comply with the ADA 67
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 68
Writing Job Specifications 71
■ HR AND THE GIG ECONOMY: Do Gig Workers Need Job Specifications 71
Using Competencies Models 72
■ IMPROVING PERFORMANCE: The Strategic Context 74
Chapter Section Summaries 75 Discussion Questions 76 Individual and Group Activities 76 Experiential Exercise 76 Application Case: The Flood 77
Continuing Case: Carter Cleaning Company 77
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 78
Personnel Planning and Recruiting 79
Introduction 81
Workforce Planning and Forecasting 81
■ IMPROVING PERFORMANCE: The Strategic Context 82
Why Effective Recruiting Is Important 87
■ KNOW YOUR EMPLOYMENT LAW: Recruiting Employees 89
Internal Sources of Candidates 89
Employee Engagement Guide for Managers 90
Outside Sources of Candidates 91
■ TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT 93
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 93
■ HR AND THE GIG ECONOMY: Temporary Workers and Alternative Staffing 97
■ KNOW YOUR EMPLOYMENT LAW: Contract Employees 98
■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES 100
■ IMPROVING PERFORMANCE: HR as a Profit Center 102 Recruiting a More Diverse Workforce 103 Developing and Using Application Forms 105
■ KNOW YOUR EMPLOYMENT LAW: Application Forms and EEO Law 106
Chapter Section Summaries 108 Discussion Questions 109 Individual and Group Activities 109 Experiential Exercise 109
Application Case: Techtonic Group 110
Continuing Case: Carter Cleaning Company 110
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 110
Employee Testing and Selection 112
Why Employee Selection Is Important 114
The Basics of Testing and Selecting Employees 114
■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER 119
■ KNOW YOUR EMPLOYMENT LAW: Testing and Equal Employment Opportunity 119
CONTENTS vii
Types of Tests 121
■ IMPROVING PERFORMANCE: HR Practices around the Globe 122
■ IMPROVING PERFORMANCE THROUGH HRIS: Computerization and Online Testing 123
■ TRENDS SHAPING HR: USING ANALYTICS， MACHINE LEARNING， AND ARTIFICIAL INTELLIGENCE IN EMPLOYEE SELECTION 123
Work Samples and Simulations 124
■ HR and the Gig Economy: Freelance Workers 126
■ IMPROVING PERFORMANCE: The Strategic Context 127
■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES 128
Background Investigations and Other Selection Methods 129
■ KNOW YOUR EMPLOYMENT LAW: Giving References 130
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 131
Chapter Section Summaries 137
Discussion Questions 138
Individual and Group Activities 138
Experiential Excercise 139
Application Case: The Insider 139
Continuing Case: Carter Cleaning Company 140
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 140
Interviewing Candidates 142
Basic Types of Interviews 144
■ IMPROVING PERFORMANCE: The Strategic Context 148
Avoiding Errors That Can Undermine an Interview’s Usefulness 149
■ IMPROVING PERFORMANCE: HR Practices around the Globe 152
How to Design and Conduct an Effective Interview 152
■ IMPROVING PERFORMANCE: HR TOOLS FOR LINE MANAGERS AND SMALL BUSINESSES 153
Employee Engagement Guide for Managers 157
■ TRENDS SHAPING HR: SCIENCE IN TALENT MANAGEMENT 158
Developing and Extending the Job Offer 159
Chapter Section Summaries 159
Discussion Questions 160
Individual and Group Activities 160
Experiential Excerise 161
Application Case: The Out-of-Control Interview 161
Continuing Case: Carter Cleaning Company 162
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 162
Appendix 1 for Chapter 6 Structured Interview Guide 164
Appendix 2 for Chapter 6 Interview Guide for Interviewees 167
PART THREE TRAINING AND DEVELOPMENT 169
Training and Developing Employees 169
Orienting and Onboarding New Employees 171
Employee Engagement Guide for Managers: Onboarding at Toyota 172
Overview of the Training Process 173
■ KNOW YOUR EMPLOYMENT LAW: Training and the Law 173
■ IMPROVING PERFORMANCE: The Strategic Context 174
viii CONTENTS
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 179
Implementing the Training Program 180
■ HR and the Gig Economy: On-Demand Micro Learning at Uber 187
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 188
Implementing Management Development Programs 189
■ IMPROVING PERFORMANCE: HR Practices around the Globe 191
■ TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT-DIFFERENTIAL DEVELOPMENT ASSIGNMENTS 193
Managing Organizational Change Programs 194
Evaluating the Training Effort 196 Chapter Section Summaries 199 Discussion Questions 199
Individual and Group Activities 200
Experiential Exercise 200
Application Case: Reinventing the Wheel at Apex Door Company 201
Continuing Case: Carter Cleaning Company 201
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 202
Performance Management and Appraisal 204
Basics of Performance Appraisal 206
■ IMPROVING PERFORMANCE: HR as a Profit Center 207
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 207
Traditional Tools for Appraising Performance 209
■ TRENDS SHAPING HR: CUSTOMIZED TALENT MANAGEMENT 217
■ HR AND THE GIG ECONOMY: Rating Uber Drivers 218
Dealing with Rater Error Appraisal Problems 219
■ KNOW YOUR EMPLOYMENT LAW: Appraising Performance 221
Managing the Appraisal Interview 222
Employee Engagement Guide for Managers 225
Performance Management 226
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 227
■ IMPROVING PERFORMANCE: The Strategic Context 228
Chapter Section Summaries 229
Discussion Questions 229
Individual and Group Activities 230
Experiential Exercise 230
Application Case: Appraising the Secretaries at Sweetwater U 230
Continuing Case: Carter Cleaning Company 231
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 232
Managing Careers and Retention 234
Career Management 236
■ HR AND THE GIG ECONOMY: THE PORTFOLIO CAREER 237
■ IMPROVING PERFORMANCE: Through HRIS 240
Employee Engagement Guide for Managers 241
■ IMPROVING PERFORMANCE: HR Practices around the Globe 242
Managing Employee Turnover and Retention 242
■ IMPROVING PERFORMANCE: HR as a Profit Center 243
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 245
■ IMPROVING PERFORMANCE: The Strategic Context 245
CONTENTS ix
Employee Life-Cycle Career Management 246
■ KNOW YOUR EMPLOYMENT LAW: Establish Clear Guidelines for Managing Promotions 246
Managing Dismissals 250
■ KNOW YOUR EMPLOYMENT LAW: Termination at Will 251
Chapter Section Summaries 256
Discussion Questions 256
Individual and Group Activities 256
Experiential Exercise 257
Application Case: Uber Technologies Inc. 258
Continuing Case: Carter Cleaning Company 258
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 258
Appendix for Chapter 9 Managing Your Career and Finding a Job 260
PART FOUR COMPENSATION 266
Establishing Strategic Pay Plans 266
Basic Factors in Determining Pay Rates 268
■ KNOW YOUR EMPLOYMENT LAW: The Workday 270
■ KNOW YOUR EMPLOYMENT LAW: The Independent Contractor 272
■ HR AND THE GIG ECONOMY: Are Gig Workers Employees or Independent Contractors 274
■ IMPROVING PERFORMANCE: The Strategic Context 275
■ IMPROVING PERFORMANCE: HR Practices around the Globe 276
Job Evaluation Methods 276
How to Create a Market-Competitive Pay Plan 280
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 289
Pricing Managerial and Professional Jobs 290
■ IMPROVING PERFORMANCE: THROUGH HRIS 292
Contemporary Topics in Compensation 293
Employee Engagement Guide for Managers 296
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 296
Chapter Section Summaries 297
Discussion Questions 297
Individual and Group Activities 298
Experiential Exercise 298
Application Case: Salary Inequities at AstraZeneca 299
Continuing Case: Carter Cleaning Company 299
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 299
Pay for Performance and Financial Incentives 301
Money’s Role in Motivation 303
■ KNOW YOUR EMPLOYMENT LAW: Employee Incentives and the Law 305
Individual Employee Incentive and Recognition Programs 305
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 308
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 308
■ HR AND THE GIG ECONOMY: Recognition， Nonfinancial Rewards， and Gig Workers 309
■ IMPROVING PERFORMANCE: The Strategic Context 310
Incentives for Salespeople 311
x CONTENTS
Incentives for Managers and Executives 313 Team and Organization-Wide Incentive Plans 317 Employee Engagement Guide for Managers 321 Chapter Section Summaries 321
Discussion Questions 322 Individual and Group Activities 322 Experiential Exercise 323
Application Case: The HubSpot.com Sales Incentive Plan 324
Continuing Case: Carter Cleaning Company 324
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 325
Benefits and Services 327
Introduction: The Benefits Picture Today 329
Pay for Time Not Worked 330
■ KNOW YOUR EMPLOYMENT LAW: Some Legal Aspects of Vacations and Holidays 331
■ IMPROVING PERFORMANCE: HR AS A PROFIT CENTER 332
■ KNOW YOUR EMPLOYMENT LAW: Leaves and the Family and Medical Leave Act and Other Laws 332
■ IMPROVING PERFORMANCE: HR Practices around the Globe 335
Insurance Benefits 335
■ KNOW YOUR EMPLOYMENT LAW: Patient Protection and Affordable Care Act of 2010 and Other Laws 337
■ IMPROVING PERFORMANCE: HR as a Profit Center 341
■ HR AND THE GIG ECONOMY: Gig Worker Benefits 341
Retirement Benefits 342
■ KNOW YOUR EMPLOYMENT LAW: Pension Planning and the Law 343
■ IMPROVING PERFORMANCE: Through HRIS 345
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 345
Personal Services and Family-Friendly Benefits 345
■ IMPROVING PERFORMANCE: The Strategic Context 348
Flexible Benefits Programs 348
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 349
Employee Engagement Guide for Managers 350
Chapter Section Summaries 351
Discussion Questions 352
Individual and Group Activities 352
Experiential Exercise 352
Application Case: Striking for Benefits 353
Continuing Case: Carter Cleaning Company 353
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 353
PART FIVE ENRICHMENT TOPICS IN HUMAN RESOURCE MANAGEMENT 355
Building Positive Employee Relations 355
What Is Employee Relations 357
Employee Relations Programs for Building and Maintaining Positive Employee
Relations 357
■ IMPROVING PERFORMANCE: HR as a Profit Center 361
CONTENTS xi
■ HR AND THE GIG ECONOMY: Employee Relations and Gig Workers 361
The Ethical Organization 362
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 366
■ KNOW YOUR EMPLOYMENT LAW: Electronic Monitoring 367
Managing Employee Discipline 369
Employee Engagement Guide for Managers 371
Chapter Section Summaries 375
Discussion Questions 375
Individual and Group Activities 375
Experiential Exercise 376
Application Case: Enron， Ethics， and Organizational Culture 377
Continuing Case: Carter Cleaning Company 377
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 378
Safety， Health， and Risk Management 380
Introduction: Safety and the Manager 382
■ IMPROVING PERFORMANCE: HR as a Profit Center 382
■ IMPROVING PERFORMANCE: The Strategic Context 383
Manager’s Briefing on Occupational Safety Law 383
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 389
What Causes Accidents 389
How to Prevent Accidents 390
■ TRENDS SHAPING HR: Robots 394
■ TRENDS SHAPING HR: Location Beacons 395
■ IMPROVING PERFORMANCE: HR as a Profit Center 397
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 398
Employee Engagement Guide for Managers 399
Workplace Health Hazards: Problems and Remedies 400
■ KNOW YOUR EMPLOYMENT LAW: Hazard Communication 400
■ HR AND THE GIG ECONOMY: Temp Employee Safety 401
Occupational Security and Risk Management 406
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 410
Chapter Section Summaries 410
Discussion Questions 411
Individual and Group Activities 411
Experiential Exercise 412
Application Case: The Dangerous Third Shift 415
Continuing Case: Carter Cleaning Company 415
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 416
Managing Human Resources in Small and Entrepreneurial Firms 418
The Small Business Challenge 420
Using Internet， Government， and Other Tools to Support the HR Effort 421
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 424
■ IMPROVING PERFORMANCE: The Strategic Context 426
Leveraging Small Size with Familiarity， Flexibility， Fairness， and Informality 427
■ IMPROVING PERFORMANCE: HR Tools for Line Managers and Small Businesses 427
Using Professional Employer Organizations 430
xii CONTENTS
Managing HR Systems， Procedures， and Paperwork 432
■ TRENDS SHAPING HR: DIGITAL AND SOCIAL MEDIA 435
Chapter Section Summaries 435 Discussion Questions 436 Individual and Group Activities 436 Experiential Exercise 436
Application Case: Netflix Breaks the Rules 437
Continuing Case: Carter Cleaning Company 437
Translating Strategy into HR Policies and Practices Case: Improving Performance at the Hotel Paris 438
GLOSSARY 439
內容試閱：
NEW TO THIS EDITION
Adopters will find three main changes that are new to this edition:
Updated Chapters
To ensure a smooth transition for adopters from the 15th to this 16th edition， this edition’s 15 chapter table of contents and the outline of all 15 chapters are basically as they were in the 15th edition， so in terms of teaching， the topic flow is about the same as the 15th edition. However， embedded in each chapter’s paragraphs are dozens of new topics， practical examples， and research insights， all accompanied by hundreds of new endnotes from 2015–2018.
We’ve made sure to integrate the new text material into the book’s accom- panying PowerPoint slides， test banks， and other instructional supplements.
HR and the Gig Economy Features
It’s not easy getting a handle on how many people are working in the gig economy， but the number is huge.i By some estimates， over 40% of all workers in America may soon be freelancers， and by another estimate about a third of
all workers now do gig work on the side， such as
■ HR AND THE GIG ECONOMY: DISCRIMINATION IN THE GIG ECONOMY?
teachers driving for Uber.ii
Whatever the exact number， the growth of the so-called gig economy has big implications for those who have to manage gig workers. New HR and the Gig Economy features show how companies manage gig workers’ HR needs， for example how to recruit， screen， train， appraise， and manage the safety of gig workers.
New Cases
Five new end-of-chapter cases (for Chapters 2， 4， 9， 11， and 14) on Tesla， Techtonic， Uber， HubSpot， and a meat- packing firm have been added to the text. They replace older cases in these chapters. All other application cases have also been updated， as necessary， and I wrote a new Experiential Exercise (“Pearson Urgent Care”) for chapter 11.
SOLVING TEACHING AND LEARNING CHALLENGES
Human Resource Management， 16th edition， provides students in human resource management courses and practicing managers with a complete and practical introduction to modern human resource management concepts and techniques in a highly readable form. This book has always emphasized giving all managers the
i https://www.bls.gov/careeroutlook/2016/article/what-is-the-gig-economy.htm， accessed June 29， 2018. ii https://www.forbes.com/sites/karstenstrauss/2017/02/21/what-is-driving-the-gig-economy/#11e46e81653c; www.shrm.org/certifi tion/pages/default.aspx#sthash.JRZQeAWR.dpuf， both accessed June 29， 2018.
xiii
skills they need to do their jobs. And today， with employers transferring more HR tasks to line managers， it’s more important than ever that all managers—not just HR managers—be skilled in human resource management concepts and techniques. As the following figure sums up， you’ll therefore find an emphasis here on the practical material you need to perform your day-to-day management responsibilities， even if you never spend one day as an HR manager.
The Manager’s Skills
Planning Organizing Staf?ng/HR
Leading Controlling
Interview， Test， Select Employee
Train and Appraise Employee
The following tools especially help address teaching and learning challenges.
The Strategic HR Features
This book’s Strategic HR features give students a bird’s-eye view of how all the topics in each chapter fit together， and a tool instructors can use to illus- trate these interrelationships.
As more employers transfer HR tasks to line managers， those managers need a “line of sight” that shows them how their HR actions impact the company’s goals. This 16th edition therefore con- tinues the book’s emphasis on strategic human resource management and on improving perfor- mance， productivity， and profitability at work. This 16th edition also provides a comprehensive fully integrated treatment of strategic human resource management.
For example， tied to the chapter-opening scenarios， the Strategic Context features in Chapters 2–15 show how actual managers’ HR actions produced the employee behaviors that were required to achieve the company’s strategic aims.
In addition， a Fully Integrated Strategy Case and Strategy Maps help to provide the most comprehensive treatment of strategic human resource manage- ment in a HR survey text:
● Chapter 1 introduces and Chapter 2 presents the concepts and techniques of human resource strategy.
● Chapter 2 onward， every chapter contains a continuing “Hotel Paris” case (identified by an “Eiffel Tower” icon)， written to help make strategic human resource management come alive for readers. The continuing case shows how this hotel’s HR director uses that chapter’s human resource manage- ment concepts and techniques to create HR policies and practices that produce the employee skills and behaviors the Hotel Paris needs to improve its service and thereby achieve its strategic goals.
● An overall strategy map for the Hotel Paris on the book’s inside back cover helps readers understand and follow the strategic implications of the hotel’s HR decisions.
Building Employee Engagement
Each chapter’s Building Employee Engagement features help to further integrate the chapter’s topics and to make the book a more coherent whole. Employee engagement refers to being psychologically involved in， connected to， and com- mitted to getting one’s jobs done. You’ll find practical examples and advice on how managers build engaged employee work teams and companies. Employee Engagement Guide for Managers sections in Chapters 1–13 show how managers use human resource activities to improve employee engagement.
DEVELOPING EMPLOYABILITY SKILLS
As noted earlier， every edition of this book has had the same aim: to provide all managers—not just HR managers—with the practical skills and knowledge they need to perform their day-to-day management responsibilities. A few examples of such skills you’ll find here include:
Know Your Employment Law sections within each chapter discuss the practi- cal implications of the employment laws that apply to that chapter’s topics， such as the laws relating to recruitment (Chapter 4)， selection (Chapter 5)， training (Chapter 7)， and safety (Chapter 14) that all managers should know.
Diversity Counts features provide practical insights for managing a diverse workforce， for instance， regarding gender bias in selection decisions， bias in per- formance appraisal， and “hidden” gender bias in some bonus plans (Chapter 11).
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